Agile and lean product development the fundamentals

Delivering value early

and often, giving

ourselves the best

opportunity to beat the

competition to market,

realize revenue and

discover insights that

we can use to help us

improve

The Fundamentals

2Copyright © 2008 Russell Pannone. All rights reserved.

3

What's in it for You

The Business Proposition

Mastering Agile and Lean Product (System-Software) Development with Scrum

User Stories Applied

5 Levels Agile Planning

Monitoring Progress and Business Value-Added

4

Class Exercise

How to Organize a Children's Party

Copyright © 2008 Russell Pannone. All rights reserved. 5

http://www.youtube.com/watch?v=Miwb92eZaJg

Childrens_Party_large.mov

What Type of System is Ours?

Chaotic

Ordered

Complex


Four Spheresof Influence

1. Sphere 1 - Stakeholder Needs and Business Processes: This sphere denotes requirements (including quality attributes such as performance, security and reliability), end-user business processes, business drivers and operational environment.

2. Sphere 2 - Architecture and Design: This sphere denotes the essential elements of the system, the relationships between them, and how they fit with the enterprise system. The elements include structure, behavior, usage, functionality, performance, resilience, reuse, comprehensibility, economic and technologic constraints and tradeoffs.

3. Sphere 3 - Technology: This sphere denotes available and emerging technology and products, non-development items and relevant standards.

4. Sphere 4 - Program/Project Management: This sphere denotes the management aspects of the project. These aspects consider the cost, schedule and risk of building, fielding and supporting the solution. Key to these management aspects are the cost, schedule and risk of changing the necessary business processes.

These four spheres are simultaneously defined and traded through the life of an agile and lean project because a decision in one sphere will inform and likely constrain the decisions that can be made in another sphere

7

CMU/SEI-2002-TR-009, ESC-TR-2002-009, July 2002

Copyright © 2008 Russell Pannone. All rights reserved.

1. Stakeholder Needs and Business Processes

2. Architecture and Design

3. Technology

4. Program/Project Management

8

A Common Delivery FrameworkCommon Delivery Framework

Work Type

Standard Practices

Solution Approach

A common delivery framework

introduces a consistent governance of

work prioritization, selection,

communication and representation of

that work‟s progression to completion

(i.e. Executive Steering Committee,

Portfolio Steering Committee,

Infrastructure Steering Committee,

Architecture Review Board,

Enterprise Change Management

USAIT performs multiple types of work:

(programs, projects, enhancements,

break-fix, maintenance operations)

These work types are supported by

standard practices which establish

expectations of the minimum activities

that must be conducted to ensure a

viable solution is created (i.e.

requirements, funding, testing,

deployment)

At the core of the framework is the solution approach – where the actual work gets

done. The framework itself may establish guidelines to aide in choosing a solution

approach, but does not dictate any particular approach.

The team doing the work is empowered to make this choice!

Objectives

Delivery of commercial or operational value early and often, giving ourselves the best opportunity to beat the competition to market, realize revenue and discover insights that we can use to help us improve

Cross-functional, collaborative and adaptive teams developing and delivering value-added product (system-software) increments in a continuous flow from requirements to deployment

Avoiding the high cost of discovering defects late in the development cycle by discovering defects early in the development cycle which is accomplished by eliminating waste, increasing feedback loops and developing code from the point of view of provability and outside-in design

Emphasis is placed on the need for teams to nurture group cohesion, and paying attention to norms that serve as a guide that strengthens positive practices

Minimizing frustration levels and making the art and science of system-software development enjoyable and not a burden or death march

The what, why, and how of agile/lean product (system-software) development and delivery is not one persons vision alone; to become reality it needs to be a "shared" vision through negotiation and compromise between individuals, the team and the organization

9

Roadmap to “being” agile and lean


Agile Adoption

Agile Coaching & Training

Scrum Coaching & Training

Organizational Change

Management

Cultural Renewal


11

SS Agile SS Agile


12

Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

Business people and developers must work together daily throughout the project.

Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

Working software is the primary measure of progress.

The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

Continuous attention to technical excellence and good design enhances agility.

Simplicity--the art of maximizing the amount of work not done--is essential.

The best architectures, requirements, and designs emerge from self-organizing teams.

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

14



Mastering Agile and Lean Product (System-Software) Development – including hands-on exercise




15

Recent

Data Points

Russell Pannone (805) 910-6481

16

17

Copyright@ 2008 Russell Pannone. All rights reserved.

19

Gainfeedbackthroughiterative

incrementalvalue

delivery

Acceptchangewithoutslowingdown

Lowerproject risk

throughhigher

visibility

Delivering

value early

and often,

giving

ourselves

the best

opportunity

to beat the

competition

to market,

realize

revenue

and

discover

insights

that we can

use to help

us improve

1. Agile puts the Product Owner (aka “the business” or customer representative) in the driver’s seat – In the majority of the waterfall style projects the customer is involved, but in a limited capacity. They get

to define a scope up-front, but then any changes they deem necessary are change ordered back to them. This practice

assumes that the customer knows exactly what they want up front and penalizes them for changing their minds later in the

development process.

2. Agile allows the business to quickly react to changing market conditions and needs – The only

thing constant in today‟s economy is change. Businesses need to be able to make quick course corrections in order to

survive.

3. Agile provides visibility into the development process – For many customers software development is a

dark art. They don‟t have the background in order to understand the technical details and in most cases the development

team prefers it this way. The customer is left feeling helpless and Agile engages them throughout the development

lifecycle, providing enhanced visibility.

4. Agile also puts the Development Team in the driver’s seat - While the Product Owner is responsible

for “what” is to be developed the Development Team is self-directing and self-organizing as to “how” to develop the system-

software product

20

Copyright © 2005, Mountain Goat Software


Tooling Project - Product Backlog

21

Virtual Story Board Tooling Project.xls


1. Performing tasks to complete the story

2. Completing the story based on story acceptance criteria and team's definition of done

3. Developing and delivering commercial or operational value incrementally

22

Reduce Waste

• Remove what isn’t of value to the customer

• Quicker delivery of value & ROI

Feedback Loops

• Sprint Review & Planning

• Sprint Retrospective

• Daily Scrum

23

24



Mastering Agile and Lean Product (System-Software) Development




Candidate Practices

A practice is a common approach for doing something with a specific purpose in mind

26

Usage scenario

– When a project team wants to “be” agile they self-organize & self-direct around the 9 practices

– The team then selects 1 or more practice to apply to their work at hand

Benefits

– Iterative & Incremental adoption of “being” agile and lean

– Gives team a context and narrow focus to rally around

– Provides a non-threatening easy way for team to learn together, “be” agile, apply an iterative and incremental approach, and get better at what we do


Copyright © 2008 Ivar Jacobson Consulting.

Sprint/Iteration

Traditional Development implied sequential “waterfall” time delay in obtaining feedback

Iterative & Incremental

Development and Delivery

29

What is Iterative and Incremental Development?


Iterative development is a time-boxed approach that

“cycles" through a set of activities, from

understanding requirements to producing and

refining an increment of the product

30

31

Scrum Explained


In Scrum you work in iterations

delivering value-adding results

incrementally

“The… „relay race‟ approach to

product development…may conflict

with the goals of maximum speed

and flexibility. Instead a holistic or

‘rugby’ approach—where a team

tries to go the distance as a unit,

passing the ball back and forth—

may better serve today’s

competitive requirements.”- Hirotaka

Takeuchi and Ikujiro Nonaka, “The New New Product Development

Game”, Harvard Business Review, January 1986

32

Scrum Roles & Definitions(continued on next slide)


Copyright © 2005 Mountain Goat Software.

33

Scrum Roles & Definitions(continued on next slide)




Scrum Roles & Definitions(continued from previous slide)


35






37

Class Exercise


Kanban Board

Pending WIP Done

Test

Define

Design

Code

Build & Implement


Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

http://farm1.static.flickr.com/55/147874576_8a453079f3.jpg




















































40







User Stories Business

Priority

Story Points

Story A 1 5

Story B 2 8

Story C 3 1

Story D 4 8

Story E 5 2

Story F 6 2

Story G 7 2

Story H 8 8

Story I 9 5

Story J 10 1

41Copyright@ 2008 Russell Pannone. All rights reserved.


A story is a “placeholder”

for a requirement formulated as a

brief description written in the

everyday language of the customer

or user describing desired

functionality; containing just

enough information so that the

product team can produce a

reasonable estimate of the effort to

implement it

1. Why is our Product Owner, unhappy? Because we did not deliver the product release and business value when we said we would

2. Why were we unable to meet the agreed upon timeline or schedule for delivery? The product took much longer to develop than we thought it would

3. Why did it take so much longer? Because we underestimated the complexity and uncertainty of the stories

4. Why did we underestimate the complexity and uncertainty?Because we did not have acceptance criteria associate with each story, our stories were not at the right level of detail and we did not realistically size each story prior to committing to a schedule for delivering the release

5. Why didn't we do this?Because the higher powers were still working under the traditional waterfall planning mental-model, as a result we felt pressure to work faster and skipped steps

Solution: We clearly need to review and improve our approach to writing stories, prioritizing stories, sizing stories, deriving/estimating duration and committing to a schedule for delivering the product >>>>> Then get buy-in and visible support from the higher powers

Five (5) “whys” analysis applied as an effective reflective technique in the world of “being” agile and lean



BusStrategy

BusinessModel

System RequirementsFunctional

&Non-Functional

Solution/IT-Services

Where do Stories

come from

Use Cases


Optional

Optional

Optional

CustomerBusiness PartnerProduct Owner

Team

Characteristics of good stories

A good story is negotiable, testable, estimatable, commercially or operationally value-adding, cohesive and loosely-coupled

It is not an explicit contract for features or functionality; rather stories are short descriptions of functionality, the details of which are to be refined in a conversation between the Product Owner (aka, the business or customer) and the development team

The challenge comes in learning to include just enough detail to be able to prioritize and estimate the size of story and minimize ambiguity

46

Story1As an eligible user, I want to pay the onetime registration fee of $10, so that I can access my driver’s record in the future

Story2As an eligible user, I want to create a unique user name and password so that my access is limited to my record and to track activity and payment

Story3As an eligible user, I want to access my record, so that I can verify that it is correct

Story4As an eligible user, I want to access my record and delete any or all of my information to keep it current

Story5As an eligible user, I want to access my record and change any or all of my information to keep it current

Story6As an eligible user, I want multiple payment options to pay fees so that I am able to access the features of the DMV site that require payment

Story13As the application, I want to maintain an audit trail of changes for each eligible user record indicating all edits

Story12As an eligible user, I want to be able find an address for my local DMV office and print the results

Story11As an eligible user, I want to view a list of assembled answers to questions asked most frequently of the DMV


As a <who> I want <what> so that <why>

Meeting the Product Owner’s Conditions-of-Satisfaction

Outside-In-Design > One of the key characteristics that make stories so fitting for delivering value early and often is that they focus on describing the source of value to the Product Owner, instead of the mechanics of how that value is delivered

Stories strive to convey the Product Owner wants and needs, the who, what and why and not the specifics of the solution or the details about “how” the team will implement the story


Story Size The fact of the matter is some stories can be too big,

some can be too small, and some can be just right

Stories that are too big are called Epics

Epics are difficult to work with because they frequently contain multiple stories

Epics typically fall into one of two categories: The compound story

The complex story

Epic (compound story)

As an eligible user, I want to view , add, change or delete my DMV information so that I can keep it current

48

StoryAs an eligible user, I want to access my record, so that I can verify that it is correct

StoryAs an eligible user, I want to access my record and delete any or all of my information, so that I can keep it current

StoryAs an eligible user, I want to access my record and change any or all of my information, so that I can keep it current


Complex Story Unlike the compound story, the complex story is a story that is inherently

large and cannot easily be disaggregated into a set of constituent stories

If a story is complex because of uncertainty associated with it, you should estimate the size of the story at the highest range of your estimating scale (1, 2, 3, 5, 8, 13, 21, 34)

Then prior to the sprint where you are going to pull it in have an investigate story to more clearly understand what the solution involves to deliver this story

Epic (complex story)As an eligible user, I want multiple payment options to pay my fees so that I am able to access the features of the DMV site that require payment

For example, suppose the team is given the story depicted above, but none of the developers has ever done credit card processing before. The team would then decide to disaggregate the story like this:

• Investigate credit card processing over the web• A user can pay with a credit card

In this case the first story will send one or more developers on a spike. When complex stories are split in this way, always define a time-box around the investigative story, or spike.


Acceptance Criteria

Acceptance criteria, represents the details for a story and specifies the desired behavior and functionality the system-software must implement

Acceptance criteria answer the question, “How will I know when I’m done with the story?”

Acceptance criterion is high level tests to verify and validate the completeness of a story or stories implemented during a Sprint/Iteration, expressed in a business domain language

These tests are created ideally through collaboration between business customers, business analysts, testers and developers; however the Product Owner (aka, the business or customer) is the primary owner of these conditions-of-satisfaction

Test cases and acceptance criteria are two different things

Test cases answer the questions, “How do I test and what are the test steps?”


51

Depiction of the user interface or maybe even a report layout, is just as much a part of the details behind a story as acceptance criteria

Wireframes and screen mockups are often attached to stories as a basic visual guide used in interface design by the development team

Low fidelity diagrams depicting a candidate solution may also be attached to stories to visually communicate its design



Five factors to consider when prioritizing1.The commercial or operational value of the delivered story

2.Degree of uncertainty - the amount and significance of learning and new

knowledge gained by developing the story; focused on requirements

and technology

3.The amount of risk removed by developing and delivering the story –

focused on schedule, budget, scope, operation, technology

4.Dependencies – stories that must be developed together and are

delivered together to provide value to the customer

5.The cost of developing and delivering the story

52

prio

rity

high

low

Product Backlog

Story Prioritizing Exercise

53


Story Points: Relative Measure of the Size of a Story

Sizing stories is often confused with "how long" it takes to implement it but in fact "how big" and "how long" are very different things

The "how long" is highly dependent on which developer is performing the work

The "how big" bears no relationship to who is performing the work


56


Why are We

Doing This

1. Refine team‟s understanding of requirements (stories)

2. Estimate level-of-effort

3. Derive high-level cost, schedule, and scope

57

Look, See, Imagine, Act


Remove Ambiguity


60

Agile & Lean Product Developmentand a

Project Delivery Framework


ROM estimate of Cost, Schedule, Scope Commit to Cost,

Schedule, Scope


Deriving estimates

4 iterations based on team velocity

Each iteration 3 weeks long

12 weeks total duration

Estimated cost of $15,000 per iteration

Estimated total cost of $60,000

Velocity is a

measure of

a team‟s

rate of

progress per

Iteration


1. Selecting Stories from the Product Backlog based on the team’s velocity

2. Identifying the tasks to realize a selected Story

3. Estimating the level-of-effort required to complete the task

62






Team Velocity


69

If my velocity, as a painter is 30–40 points every 2 days,

and

I have 10 homes to paint, like this, I have a total of 490 points

(49 points X 10 houses = 490 total points)

----------------------------------------------------------------------

I can then take the mean of my velocity which is 36

and

figure out how many sprints/iterations I would have

490 / 36 = 13.6111

----------------------------------------------------------------------

Since my sprints/iterations are 2 days long it will take me

27 – 28 calendar days to complete this job

2 (days per sprint) X 13.6111 (number of sprints) = 27.2

Technique for Deriving Story Points

Planning Poker

71

Story Sizing Exercise

72





5 Level Agile Planning


Candidate Practices

A practice is a common approach for doing something with a specific purpose in mind

Product Vision

Product Roadmap

Release Planning

Iteration Planning

Daily Planning

What, Who, Why, When, Constraints, Assumptions

Releases – Date, Theme/Feature Set, Objective, Development Approach

Stories – Tasks, Definition of Done Level-of Effort, Commitment

1. What did I do yesterday?2. What will I do today?3. What is blocking me?

5 levels of Agile Planning

Iteration, Team Capacity, Stories, Priority, Size, Estimates, Definition of Done

Integrating Agile and LeanSystem-Software Development with a


76Delivery Framework

A common delivery frameworkCommon Delivery Framework

Work Type

Standard Practices

Solution Approach

A common delivery framework

introduces a consistent governance of

work prioritization, selection,

communication and representation of

that work‟s progression to completion

(i.e. ESC, PSC, ISC, ARB, ECM,

phases)

USAIT performs multiple types of work:

(programs, projects, enhancements,

break-fix, maintenance operations)

These work types are supported by

standard practices which establish

expectations of the minimum activities

that must be conducted to ensure a

viable solution is created (i.e.

requirements, funding, testing,

deployment)

At the core of the framework is the solution approach – where the actual work gets

done. The framework itself may establish guidelines to aide in choosing a solution

approach, but does not dictate any particular approach.

The team doing the work is empowered to make this choice!

77

Agile & Lean Product Developmentand a



ROM estimate of Cost, Schedule, Scope Commit to Cost,

Schedule, Scope

Product Vision

Product Roadmap

Release Planning

Iteration Planning

Daily Planning






Product Vision

What

Who (Stakeholders)

Why

When

Constraints & Assumptions “If you don't know where you are

going, that's where you'll end up.”

-Yogi Berra79

Product Vision

What Summary of the major benefits and features the product will provide

Gives context to the reader

Defines the business context for the product. In which domain is it going to function (for example, telecom or bank) and what market—who are the users? State whether the product is being developed to fulfill a contract or if it is a commercial product.

Who (Stakeholders) There are a number of stakeholders with an interest in the development and not

all of them are end users. Think of this as outside-in-design.

Customer/Consumer

Other vested interests

Provides the background and justification for why the requirements are needed

80

Continued on Next Page

WhyNeed and opportunity

When Begins the process of project scheduling by illuminating the stakeholders’ time expectations

regarding the product. Also helps you dig into their expectations by defining the circumstances in which the new product would be used.

Constraints & Assumptions Express the constraints under which the project is undertaken. These constraints impact risk and

cost. They could be things like external interfaces that the product must adhere to, standards, certifications or a technical approach employed for strategic reasons, such as using a certain database technology or distribution mechanisms.

Continued from Previous Page

Product Vision

Product Roadmap

Release Planning

Iteration Planning

Daily Planning






83

If you don't know where you are going, it's impossible to determine the best way to get there.

A product roadmap is an essential tool for product planning and development.

Product roadmaps outline when products are scheduled for release and include an overview of their primary and secondary features.

84

Tooling Life Cycle

Planning/

SourcingProcurement

Receiving/

Warehousing

Inventory

Management

Tool

Utilization

End of

Life

Need for a

tool & quantity

defined

TS sources

& gets quote/

delivery date

TB submits

PR through

Sceptre

TP generates PO

that transmits

to OEM

OEM confirms

price & LT

OEM makes

tool

Tool Sup checks

for damage &

calibration

Tool received

at PIT

USA dock

Tool Sup gives

stores

next steps

Stores stocks

part or ships to

another location

Tool received

in Sceptre

Tool arrives

at new station

SC will bin

or check out

For use

Tool then

checked in/out,

calibrated, shipped,

Reported on

repeatedly

Tool utilized

On aircraft

OEM or tooling

deems tool

unserviceable

Tool shipped

back to USA

PIT

Tool Sup marks

tool BER, lost

or other

Tool changed

To inactive

Tool held

In case of

Future need

For it

TS = Technical Sourcer

TP = Technical Purchaser

Tool Sup = Tooling Supervisor

TB = Tooling BA

LT = Lead Time

USA = US Airways

SC = Stock Clerk

BER = Beyond Economical Repair

= System Transaction

Kit

management

Reporting

Note: some of these

Process steps may

vary at non-maintenance

stations

SC receives and

bins the tool

Tool

Repair

Pro

ce

ss

Ste

ps

Lif

e C

yc

le

Theme

The Product Backlog is Derived from theProduct Vision and Roadmap

© Scott Ambler, 2004

85

1. Agile puts the Product Owner (aka “the business” or customer representative) in the driver’s seat – In the majority of the waterfall style projects the customer is involved, but in a limited capacity. They get

to define a scope up-front, but then any changes they deem necessary are change ordered back to them. This practice

assumes that the customer knows exactly what they want up front and penalizes them for changing their minds later in the

development process.

2. Agile allows the business to quickly react to changing market conditions and needs – The only

thing constant in today‟s economy is change. Businesses need to be able to make quick course corrections in order to

survive.

3. Agile provides visibility into the development process – For many customers software development is a

dark art. They don‟t have the background in order to understand the technical details and in most cases the development

team prefers it this way. The customer is left feeling helpless and Agile engages them throughout the development

lifecycle, providing enhanced visibility.

4. Agile also puts the Development Team in the driver’s seat - While the Product Owner is responsible

for “what” is to be developed the Development Team is self-directing and self-organizing as to “how” to develop the system-

software product

86

Copyright © 2005, Mountain Goat Software


Tooling Project - Product Backlog

87


Characteristics of good stories

A good story is negotiable, testable, estimatable, commercially or operationally value-adding, cohesive and loosely-coupled

It is not an explicit contract for features or functionality; rather stories are short descriptions of functionality, the details of which are to be refined in a conversation between the Product Owner (aka, the business or customer) and the development team

The challenge comes in learning to include just enough detail to be able to prioritize and estimate the size of story and minimize ambiguity

88

Story1As an eligible user, I want to pay the onetime registration fee of $10, so that I can access my driver’s record in the future

Story2As an eligible user, I want to create a unique user name and password so that my access is limited to my record and to track activity and payment

Story3As an eligible user, I want to access my record, so that I can verify that it is correct

Story4As an eligible user, I want to access my record and delete any or all of my information to keep it current

Story5As an eligible user, I want to access my record and change any or all of my information to keep it current

Story6As an eligible user, I want multiple payment options to pay fees so that I am able to access the features of the DMV site that require payment

Story13As the application, I want to maintain an audit trail of changes for each eligible user record indicating all edits

Story12As an eligible user, I want to be able find an address for my local DMV office and print the results

Story11As an eligible user, I want to view a list of assembled answers to questions asked most frequently of the DMV


As a <who/user> I want <what/goal> so that <why/reason>

Acceptance Criteria

Acceptance criteria, represents the details for a story and specifies the desired behavior and functionality the system-software must implement

Acceptance criteria answer the question, “How will I know when I’m done with the story?”

Acceptance criterion is high level tests to verify and validate the completeness of a story or stories implemented during a Sprint/Iteration, expressed in a business domain language

These tests are created ideally through collaboration between business customers, business analysts, testers and developers; however the Product Owner (aka, the business or customer) is the primary owner of these conditions-of-satisfaction

Test cases and acceptance criteria are two different things

Test cases answer the questions, “How do I test and what are the test steps?”


90

Depiction of the user interface or maybe even a report layout, is just as much a part of the details behind a story as acceptance criteria

Wireframes and screen mockups are often attached to stories as a basic visual guide used in interface design by the development team

Low fidelity diagrams depicting a candidate solution may also be attached to stories to visually communicate its design Copyright © 2008 Russell Pannone. All rights reserved.

Product Vision

Product Roadmap

Release Planning

Iteration Planning

Daily Planning






Product Vision

Release Plan

Iteration Plan

DevelopReview and Adapt

Product Backlog

Adapted from “Agile Project Management” Jim Highsmith Copyright 2004Copyright © 2008 Russell Pannone. All rights reserved. 92

Product Roadmap

The Release Plan

The Release Plan is determined from the team’s velocity; initially this is an estimate, a best guess until the team’s actual velocity can be determined from historical data

We create the Release plan from The size estimate The velocity (“size per iteration”)

The Release plan shows what will be worked on in each iteration Each iteration contains approximately the same number of

story points and is time boxed by iteration length


Components of the Release Plan

The Release Plan is comprised of:

1. The release theme

2. The release content

3. Business value statement for the release

4. The release timeline


95

Content


Once we have identified the theme and content for each release, we can prepare a brief summary of the Business Value to be delivered at each release

Example:Release 1- This release implements ……. and allows users to ………………..


Creating the Release Plan(continue from previous slide)

Release Timeline

Stories at the right level of detail

Prioritized stories

Sized stories

Deriving/estimating duration and cost to deliver product



Deriving estimates

4 iterations based on team velocity

Each iteration 3 weeks long

12 weeks total duration

Estimated cost of $15,000 per iteration

Estimated total cost of $60,000

Velocity is a measure of a team’s rate of progress per

Iteration

Product Vision

Product Roadmap

Release Planning

Iteration Planning

Daily Planning







1. Selecting Stories from the Product Backlog based on the team’s velocity

2. Identifying the tasks to realize a selected Story

3. Estimating the level-of-effort required to complete the task

100


102

Copyright@2009 SolutionsIQ All rights Reserved

Working software & demo

Unit test

Code review

Installer

Tests

Functional

Performance

Regression

Documentation

User docs/Online help

Internal design docs

Release notes

API documents


Product Vision

Product Roadmap

Release Planning

Iteration Planning

Daily Planning







1. Performing tasks to complete the story

2. Completing the story based on story acceptance criteria and team's definition of done

3. Developing and delivering commercial or operational value incrementally

104

Reduce Waste



Feedback Loops



• Daily Scrum

106

107







108

Looking at SCRUMfrom a Different Perspective

Progress

Items



- Product Owner

- Scrum Master

- Team

- Planning

- Daily Standup

- Sprint Review

- Retrospective

Copyright@ 2008 Russell Pannone. All rights reserved. 109

110

Velocity Chart Example

0

5

10

15

20

25

30

35

40

45

1 2 3 4 5 6 7 8 9 10

Velo

cit

y

Sprint


Burndown Chart consists of


On a Scrum project, the team tracks its progress against a release plan by

updating a release burndown chart at the end of each Sprint.

The horizontal axis of the release burndown chart shows the Sprints; the

vertical axis shows the amount of work remaining at the start of each Sprint in

Story points.111

Sto

ry P

oin

ts

|

S2

|

S1

|

S4

|

S3

|

S5

|

S11|

S8

|

S9

|

S10

|

S7

|

S6

112

Burnup Chart Example


113

Gainfeedbackthroughiterative

incrementalvalue

delivery

Acceptchangewithoutslowingdown

Lowerproject risk

throughhigher

visibility

Delivering

value early

and often,

giving

ourselves

the best

opportunity

to beat the

competition

to market,

realize

revenue

and

discover

insights

that we can

use to help

us improve

Reduce Waste



Feedback Loops



• Daily Scrum

114

• Delivery of commercial or operational value early and often, giving ourselves the best opportunity to beat the competition to market, realize revenue and discover insights that we can use to help us improve

• Cross-functional, collaborative and adaptive teams developing and delivering value-added product (system-software) increments in a continuous flowfrom requirements to deployment

• Avoiding the high cost of discovering defects late in the development cycle by discovering defects early in the development cycle which is accomplished by eliminating waste, increasing feedback loops and developing code from the point of view of provability and outside-in design

• Emphasis is placed on the need for teams to nurture group cohesion, and paying attention to norms that serve as a guide that strengthens positive practices

• Minimizing frustration levels and making the art and science of system-software development enjoyable and not a burden or death march

• The what, why, and how of agile/lean product (system-software) development and delivery is not one persons vision alone; to become reality it needs to be a "shared" vision through negotiation and compromise between individuals, the team and the organization

115

Roadmap to “being” agile


Agile Adoption

Agile Coaching & Training

Scrum Coaching & Training

Organizational Change

Management

Cultural Renewal

Mapping Agile to DPacE

Agile workflow in DPaCE phases

DPaCE Project Delivery Framework

End

(assess)

End

(assess)Control (actualize)Control (actualize)Plan (commit)Plan (commit)Discover (justify)Discover (justify)

BTR TRR CARE KPIs

Initial

Product

BacklogSprint 0 Sprint 4

Release

. . . Sprint

10

Groom Product Backlog

Sprint 1 Sprint 2 Sprint 3

Test Scripts & Results

Enterprise

Change

NotificationProduction

Signature

Document